{ "version": "https://jsonfeed.org/version/1", "user_comment": "This feed allows you to read the posts from this site in any feed reader that supports the JSON Feed format. To add this feed to your reader, copy the following URL -- https://businessinaction.com/feed/json/ -- and add it your reader.", "home_page_url": "https://businessinaction.com/", "feed_url": "https://businessinaction.com/feed/json/", "title": "Business In Action", "items": [ { "id": "https://businessinaction.com/leadership/the-brilliance-of-the-blue-ocean-strategy/", "url": "https://businessinaction.com/leadership/the-brilliance-of-the-blue-ocean-strategy/", "title": "The Brilliance of the Blue Ocean Strategy", "content_html": "

Say you have your sights set on a new enterprise\u2014perhaps one in the ever-growing digital communications, health-care, or dining industry. But as you craft your business plan, you encounter some significant warning signs that you\u2019re in for a bruising battle, fighting tooth and nail for market share, running down costs, and pumping funds into marketing just to gain a foothold in this crowded field.

\n

\"\"But what if instead of contending for a small slice of that pie, you bake a completely new one? Chasing such tantalizing alternatives is at the heart of the blue ocean strategy: creating uncontested market space and making the competition largely irrelevant. For business owners, understanding and applying blue ocean thinking (and red, its alternative) can be a critical framework for generating sustainable growth.

\n

The genesis of the tactic

\n

The concept of red and blue ocean strategies burst onto the business scene when strategic thinkers W. Chan Kim and Ren\u00e9e Mauborgne published their groundbreaking book Blue Ocean Strategy in 2005 (and updated it in 2015). This culmination of a decade-long study of business schemes across over thirty industries challenged conventional wisdom that success hinged primarily on beating one\u2019s rivals. Such traditional thinking, they argued, operated from an overly militaristic perspective of seeking competitive advantages within existing industries.

\n

Through their work, Kim and Mauborgne proposed a paradigm shift. Instead of focusing on competition, leaders should turn to value innovation: the simultaneous pursuit of superior value for customers and lower costs for the company. Their research highlighted businesses that had succeeded not by winning battles but by avoiding them altogether\u2014and opening vast new market spaces in the process.

\n
\"\"
\n

\n

Defining the oceans

\n

To effectively navigate these strategies, it\u2019s crucial to understand the distinct characteristics of each \u201cocean\u201d that entrepreneurs can wade into.

\n

The red ocean: competing in known markets
\nBusinesses that take this approach, named for blood in the water, occupy popular market space and strive to earn their own share of existing demand and outdo competitors. To succeed, they must typically choose between offering a highly differentiated product at a premium or a low-cost product with standard features. The result is price wars, aggressive advertising campaigns that directly compare products, and research into incremental product improvements.

\n

Leaders must also diligently suppress operational costs and hyper-differentiate their organization with unique branding. A prime example is the intensely competitive and saturated telecommunications market, where a few major companies are constantly vying to persuade the same customers.

\n

The blue ocean: exploring new market spaces
\nWhile it\u2019s possible to succeed in a red ocean, Kim and Mauborgne\u2019s alternative may be more lucrative: shifting to the clear waters of a blue one. Here, you leverage innovation to effectively make the competition irrelevant. To pursue this path, you offer the market something fundamentally new and more valuable, the likes of which potential consumers haven\u2019t seen.

\n

However, because markets may be unfamiliar with your products or services (or at least your company\u2019s unique approach to them), creating and capturing new demand may require that you initially sell your offerings at low costs. You will be asking prospects to take a leap and try something unfamiliar, so succeeding in blue oceans means successfully convincing them that you not only are worth the risk but also offer a value proposition that no one else does. Additionally, you\u2019ll need to continue innovating should competitors imitate your ideas or otherwise enter your space. Continually pushing new ideas further and introducing new ones can help prevent a blue ocean from becoming a red one.

\n

Many companies have taken such avenues to stellar success, including these examples:

\n

Amazon
\nThis megaretailer is an example of a company that consistently works to turn a red ocean into a blue one. While it already dominates the crowded field of e-commerce through competitive pricing and customer service, it continually forges ahead with creative initiatives like Amazon Web Services and drone deliveries (in a few states), thereby creating entirely new markets.

\n

Cirque du Soleil
\nInstead of competing with traditional circuses that relied on star animal acts and expensive performers, Cirque du Soleil eliminated these high-cost elements in favor of a theatrical storytelling performance that appeals to adults and youth alike, making it a Las Vegas mainstay and international sensation.

\n

Netflix
\nInitially, Netflix disrupted the video rental market by eliminating late fees and physical store visits (major customer pain points), instead creating a subscription-based, mail-order DVD service that offered unparalleled selection and convenience. Later, it executed another seemingly blue ocean move by leapfrogging into streaming media, further enhancing convenience and becoming content creators in their own right.

\n

\"\"

\n

Finding your path

\n

You may find that your route to success begins with market research, either independently (e.g., conducting social media polls) or via a third-party researcher. The results of said research can reveal which type of ocean lies before you should you follow this enterprise.

\n

However, Kim and Mauborgne\u2019s lesson is clear: don\u2019t fight harder in red oceans; fight smarter in blue ones. Understand where the competition is fierce, and keep an eye out for unexplored opportunities. Should you sail with confidence and preparation into an innovative space, you can position your business to not only survive but also grow, profit, and lead.

\n

For more info, visit blueoceanstrategy.com

\n
\n

TAKE ACTION:
\nLearn more about practicing these methods by enrolling in one of the authors\u2019 strategic programs.

\n

The post The Brilliance of the Blue Ocean Strategy appeared first on Business In Action.

\n", "content_text": "Say you have your sights set on a new enterprise\u2014perhaps one in the ever-growing digital communications, health-care, or dining industry. But as you craft your business plan, you encounter some significant warning signs that you\u2019re in for a bruising battle, fighting tooth and nail for market share, running down costs, and pumping funds into marketing just to gain a foothold in this crowded field.\nBut what if instead of contending for a small slice of that pie, you bake a completely new one? Chasing such tantalizing alternatives is at the heart of the blue ocean strategy: creating uncontested market space and making the competition largely irrelevant. For business owners, understanding and applying blue ocean thinking (and red, its alternative) can be a critical framework for generating sustainable growth.\nThe genesis of the tactic\nThe concept of red and blue ocean strategies burst onto the business scene when strategic thinkers W. Chan Kim and Ren\u00e9e Mauborgne published their groundbreaking book Blue Ocean Strategy in 2005 (and updated it in 2015). This culmination of a decade-long study of business schemes across over thirty industries challenged conventional wisdom that success hinged primarily on beating one\u2019s rivals. Such traditional thinking, they argued, operated from an overly militaristic perspective of seeking competitive advantages within existing industries.\nThrough their work, Kim and Mauborgne proposed a paradigm shift. Instead of focusing on competition, leaders should turn to value innovation: the simultaneous pursuit of superior value for customers and lower costs for the company. Their research highlighted businesses that had succeeded not by winning battles but by avoiding them altogether\u2014and opening vast new market spaces in the process.\n\n\nDefining the oceans\nTo effectively navigate these strategies, it\u2019s crucial to understand the distinct characteristics of each \u201cocean\u201d that entrepreneurs can wade into.\nThe red ocean: competing in known markets\nBusinesses that take this approach, named for blood in the water, occupy popular market space and strive to earn their own share of existing demand and outdo competitors. To succeed, they must typically choose between offering a highly differentiated product at a premium or a low-cost product with standard features. The result is price wars, aggressive advertising campaigns that directly compare products, and research into incremental product improvements.\nLeaders must also diligently suppress operational costs and hyper-differentiate their organization with unique branding. A prime example is the intensely competitive and saturated telecommunications market, where a few major companies are constantly vying to persuade the same customers.\nThe blue ocean: exploring new market spaces\nWhile it\u2019s possible to succeed in a red ocean, Kim and Mauborgne\u2019s alternative may be more lucrative: shifting to the clear waters of a blue one. Here, you leverage innovation to effectively make the competition irrelevant. To pursue this path, you offer the market something fundamentally new and more valuable, the likes of which potential consumers haven\u2019t seen.\nHowever, because markets may be unfamiliar with your products or services (or at least your company\u2019s unique approach to them), creating and capturing new demand may require that you initially sell your offerings at low costs. You will be asking prospects to take a leap and try something unfamiliar, so succeeding in blue oceans means successfully convincing them that you not only are worth the risk but also offer a value proposition that no one else does. Additionally, you\u2019ll need to continue innovating should competitors imitate your ideas or otherwise enter your space. Continually pushing new ideas further and introducing new ones can help prevent a blue ocean from becoming a red one.\nMany companies have taken such avenues to stellar success, including these examples:\nAmazon\nThis megaretailer is an example of a company that consistently works to turn a red ocean into a blue one. While it already dominates the crowded field of e-commerce through competitive pricing and customer service, it continually forges ahead with creative initiatives like Amazon Web Services and drone deliveries (in a few states), thereby creating entirely new markets.\nCirque du Soleil\nInstead of competing with traditional circuses that relied on star animal acts and expensive performers, Cirque du Soleil eliminated these high-cost elements in favor of a theatrical storytelling performance that appeals to adults and youth alike, making it a Las Vegas mainstay and international sensation.\nNetflix\nInitially, Netflix disrupted the video rental market by eliminating late fees and physical store visits (major customer pain points), instead creating a subscription-based, mail-order DVD service that offered unparalleled selection and convenience. Later, it executed another seemingly blue ocean move by leapfrogging into streaming media, further enhancing convenience and becoming content creators in their own right.\n\nFinding your path\nYou may find that your route to success begins with market research, either independently (e.g., conducting social media polls) or via a third-party researcher. The results of said research can reveal which type of ocean lies before you should you follow this enterprise.\nHowever, Kim and Mauborgne\u2019s lesson is clear: don\u2019t fight harder in red oceans; fight smarter in blue ones. Understand where the competition is fierce, and keep an eye out for unexplored opportunities. Should you sail with confidence and preparation into an innovative space, you can position your business to not only survive but also grow, profit, and lead.\nFor more info, visit blueoceanstrategy.com\n\nTAKE ACTION:\nLearn more about practicing these methods by enrolling in one of the authors\u2019 strategic programs.\nThe post The Brilliance of the Blue Ocean Strategy appeared first on Business In Action.", "date_published": "2026-07-31T08:00:34+00:00", "date_modified": "2026-07-09T22:47:27+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/oceanstrategy-featured.jpg", "tags": [ "Books", "Business Books", "Business Strategy", "Leadership Skills", "Strategy", "Leadership" ], "summary": "Apply this noted tool to your next entrepreneurial venture to boost your chances of becoming profitable." }, { "id": "https://businessinaction.com/leadership/why-ceos-need-decision-audits/", "url": "https://businessinaction.com/leadership/why-ceos-need-decision-audits/", "title": "Why CEOs Need Decision Audits", "content_html": "

It\u2019s an undeniable truth: everybody makes mistakes. Even the greatest CEO could build the perfect strategy, rely on the right data, and surround themselves with top-notch advisors yet still make a decision that negatively impacts their company. When you\u2019re in this situation, the difference between faltering and thriving may lie in how you respond when outcomes don\u2019t match your intent.

\n

Enter the decision audit: a structured process you can use to evaluate your choices, learn from them, and reverse course with integrity. It\u2019s the business equivalent of a postgame review, as it examines how a choice was made, not just whether it was successful. When used effectively, this tool can turn hindsight into fuel for better foresight while helping to uncover potential blind spots or biases and strengthening your decision-making abilities.

\n

 

\n
\"\"
\n

 

\n

Why decision audits matter

\n

When a major decision doesn\u2019t deliver as expected, the instinct is often to move on quickly, either out of discomfort or urgency. But that impulse is often a missed opportunity. A decision audit helps you deconstruct the context so you can uncover the true cause of the outcome\u2014thus avoiding a repeat of the same mistake and creating lasting improvement. The goal is to provide greater clarity and understanding of why the decision failed and what you need to change so the next one fares better. Here\u2019s a closer look at five core steps to follow.

\n

1. Define your purpose
\nStart by naming the decision or set of decisions you want to evaluate. Focus on high-impact choices that shaped strategy, spending, product direction, or culture. Once you know what you want to look at, you can then define your goals for the audit: Are you trying to understand why a product underperformed, why a hiring strategy backfired, or why a partnership faltered? Clarity here ensures that your audit stays actionable and doesn\u2019t veer into broad theorizing.

\n

2. Reconstruct and evaluate the process
\nNext, piece together the decision timeline by answering key questions:

\n\n

The intent is to test the process and evaluate its quality. You already know the outcome, but looking back at what all impacted the decision can help you better pinpoint where you need to improve in the future.

\n

 

\n
\"\"
\n

 

\n

3. Assess the outcome in context
\nWith that being said, while the audit is process-focused, the outcome does still matter. Consider whether the decision met its intended goal, and account for external variables like market shifts, competitor actions, or regulatory hurdles. Did the result stem from a flawed process, bad luck, or a mixture of both? Distinguishing between the two can show whether there\u2019s something you need to improve in your decision-making process or if you must accept that some risks simply materialized despite sound choices.

\n

4. Translate lessons into action
\nHere\u2019s where audits become truly powerful. Take what you\u2019ve learned and translate it into concrete next steps, such as process changes, new guardrails, or even a reversal of the decision itself. Admitting you were wrong takes courage, but great leaders can own it publicly and still maintain their forward momentum.

\n

Consider Howard Schultz, former CEO of Starbucks. He famously did this when he realized the company\u2019s focus on expansion had diluted the customer experience. By examining his past choices and acknowledging his missteps, he realigned the brand around quality and connection\u2014a move that reignited growth. His example shows that reversals, when done well, signal discipline and humility, not weakness.

\n

 

\n
\"\"
\n

 

\n

5. Make it a habit
\nA single audit is useful, but consistent, periodic audits can be transformational. Embedding this tool into your leadership rhythm, be it quarterly, after major launches, or during annual reviews, can help make you less reactive and more reflective while sharpening your instincts. As a bonus, you can champion a culture that prizes learning over ego.

\n

Remember, mistakes are inevitable, but learning from them is a choice. Great leaders don\u2019t pretend to be infallible. Instead, they build processes that expose errors, extract truth, and convert lessons into practical improvements.

\n
\n

TAKE ACTION:
\nIdentify one questionable high-impact decision you\u2019ve made in the past six months. Conduct a decision audit using the five-step framework to glean new insights and potential improvements.

\n

The post Why CEOs Need Decision Audits appeared first on Business In Action.

\n", "content_text": "It\u2019s an undeniable truth: everybody makes mistakes. Even the greatest CEO could build the perfect strategy, rely on the right data, and surround themselves with top-notch advisors yet still make a decision that negatively impacts their company. When you\u2019re in this situation, the difference between faltering and thriving may lie in how you respond when outcomes don\u2019t match your intent.\nEnter the decision audit: a structured process you can use to evaluate your choices, learn from them, and reverse course with integrity. It\u2019s the business equivalent of a postgame review, as it examines how a choice was made, not just whether it was successful. When used effectively, this tool can turn hindsight into fuel for better foresight while helping to uncover potential blind spots or biases and strengthening your decision-making abilities.\n \n\n \nWhy decision audits matter\nWhen a major decision doesn\u2019t deliver as expected, the instinct is often to move on quickly, either out of discomfort or urgency. But that impulse is often a missed opportunity. A decision audit helps you deconstruct the context so you can uncover the true cause of the outcome\u2014thus avoiding a repeat of the same mistake and creating lasting improvement. The goal is to provide greater clarity and understanding of why the decision failed and what you need to change so the next one fares better. Here\u2019s a closer look at five core steps to follow.\n1. Define your purpose\nStart by naming the decision or set of decisions you want to evaluate. Focus on high-impact choices that shaped strategy, spending, product direction, or culture. Once you know what you want to look at, you can then define your goals for the audit: Are you trying to understand why a product underperformed, why a hiring strategy backfired, or why a partnership faltered? Clarity here ensures that your audit stays actionable and doesn\u2019t veer into broad theorizing.\n2. Reconstruct and evaluate the process\nNext, piece together the decision timeline by answering key questions:\n\nWho was involved in discussions, and why?\nWhat evidence, including data, forecasts, and customer insights, was available at the time?\nWere any alternatives seriously considered?\nWhat assumptions (explicit or implicit) drove the choice?\nWhat external pressures, such as deadlines or stakeholders, influenced the process?\n\nThe intent is to test the process and evaluate its quality. You already know the outcome, but looking back at what all impacted the decision can help you better pinpoint where you need to improve in the future.\n \n\n \n3. Assess the outcome in context\nWith that being said, while the audit is process-focused, the outcome does still matter. Consider whether the decision met its intended goal, and account for external variables like market shifts, competitor actions, or regulatory hurdles. Did the result stem from a flawed process, bad luck, or a mixture of both? Distinguishing between the two can show whether there\u2019s something you need to improve in your decision-making process or if you must accept that some risks simply materialized despite sound choices.\n4. Translate lessons into action\nHere\u2019s where audits become truly powerful. Take what you\u2019ve learned and translate it into concrete next steps, such as process changes, new guardrails, or even a reversal of the decision itself. Admitting you were wrong takes courage, but great leaders can own it publicly and still maintain their forward momentum.\nConsider Howard Schultz, former CEO of Starbucks. He famously did this when he realized the company\u2019s focus on expansion had diluted the customer experience. By examining his past choices and acknowledging his missteps, he realigned the brand around quality and connection\u2014a move that reignited growth. His example shows that reversals, when done well, signal discipline and humility, not weakness.\n \n\n \n5. Make it a habit\nA single audit is useful, but consistent, periodic audits can be transformational. Embedding this tool into your leadership rhythm, be it quarterly, after major launches, or during annual reviews, can help make you less reactive and more reflective while sharpening your instincts. As a bonus, you can champion a culture that prizes learning over ego.\nRemember, mistakes are inevitable, but learning from them is a choice. Great leaders don\u2019t pretend to be infallible. Instead, they build processes that expose errors, extract truth, and convert lessons into practical improvements.\n\nTAKE ACTION:\nIdentify one questionable high-impact decision you\u2019ve made in the past six months. Conduct a decision audit using the five-step framework to glean new insights and potential improvements.\nThe post Why CEOs Need Decision Audits appeared first on Business In Action.", "date_published": "2026-07-29T08:00:32+00:00", "date_modified": "2026-07-09T22:47:42+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/decision-audit-featured.jpg", "tags": [ "Audit", "CEO", "Decision", "Leadership", "Planning" ], "summary": "Discover why you should regularly audit your decisions to sharpen your strategy and strengthen your judgment." }, { "id": "https://businessinaction.com/productivity/the-advantages-of-short-term-plans/", "url": "https://businessinaction.com/productivity/the-advantages-of-short-term-plans/", "title": "The Advantages of Short-Term Plans", "content_html": "

For decades, the five-year plan has been a cornerstone of strategic business thinking.

\n

It seemingly promises direction and a sense of control over the future. But today\u2019s markets can shift in months and technologies evolve by the quarter, so such a traditional framework can do more harm than good. Clinging only to long-range plans can blind leaders to real-time data, slow down decision-making, and cause organizations to overlook the importance of responsiveness. That\u2019s why agility isn\u2019t just nice to have\u2014it\u2019s nonnegotiable. Today\u2019s leaders also need to consider a shorter road map.

\n

 

\n
\"\"
\n

 

\n

The problem with long-term planning

\n

Five-year plans often assume stable conditions and predictable variables. But the reality is that most industries today face fast-moving dynamics, such as quickly shifting customer expectations and technological advances. The bottom line: A plan you make for your business today could be completely obsolete in six months, and you may end up pouring time and resources into objectives that no longer make sense while missing out on new opportunities that could actually propel your organization forward. What\u2019s more, five-year plans can create a false sense of certainty that causes your team to delay necessary pivots or resist innovation if it doesn\u2019t align with prewritten goals.

\n

Nokia\u2019s decline is a telling example of this. In the early 2000s, the company was the global leader in mobile phones, commanding roughly a third of the global handset market. Its strategy was rooted in device manufacturing and hardware, not in mobile ecosystems. So when the smartphone era dawned, Nokia was already behind and didn\u2019t want to move away from what was previously working. Despite warnings from inside the company, its executives remained committed to its original path. By the time Nokia pivoted, it was too late\u2014and this was a huge reason it lost its relevance in that space in just a few years.

\n

 

\n
\"\"
\n

 

\n

Incorporate shorter planning cycles

\n

Shifting away from rigid five-year plans doesn\u2019t mean abandoning your vision. Every great business still needs a north star\u2014a clear picture of where it\u2019s headed and why. But the path toward that vision must be flexible and iterative. Rather than relying on static, long-term plans, your organization may benefit more from shorter cycles, such as ninety-day sprints, that allow for rapid iteration and responsiveness.

\n

These focused intervals promote clarity, accelerate feedback, and make it easier to pivot when new challenges or opportunities arise. At the end of each sprint, you can reassess your goals to reinforce what\u2019s working and adjust or abandon what isn\u2019t, helping you maintain long-term focus without sacrificing short-term flexibility. To build more agility into your operations, consider incorporating some or all of these tools into your planning process:

\n\n

No matter which approach you take, the key is to break your overarching goals into smaller, more agile chunks. This kind of nimbleness can help your business stay aligned with its vision while responding quickly to change and remaining competitive in an ever-evolving landscape.

\n

 

\n
\"\"
\n

 

\n

Build agility into your culture

\n

Ultimately, agility isn\u2019t just a strategy\u2014it\u2019s a trait that must be woven into the fabric of your organization. Fostering this mindset means creating a culture where innovation is encouraged and progress is prioritized over perfection. Teams should feel empowered to explore new technologies, adapt workflows, and pursue product enhancements without fear of failure. In fact, smart failures should be celebrated as essential steps toward growth and improvement.

\n

Netflix is a prime example of this and is often cited for its culture of \u201cfreedom and responsibility.\u201d Employees are trusted to make decisions for themselves and pivot when needed without relying on long planning cycles or excessive oversight. That trust means that it\u2019s OK for team members to fail when they\u2019re pursuing excellence and actively striving to make the company better each day.

\n

Google embraces a similar philosophy with its OKR system. Both the company and its employees set bold goals each quarter, aiming to achieve around 60 to 70 percent of them. This structure encourages ambitious thinking and invites people to stretch beyond their comfort zones. As Google puts it, \u201cEven failed goals tend to result in substantial advancements.\u201d

\n

The real danger of traditional five-year plans is the false sense of certainty they offer in an unpredictable world. Today\u2019s most effective leaders understand that while long-term vision and discipline remain vital, they must be paired with short-term adaptability. Agility requires the willingness to revise, reverse, and rethink based on what\u2019s happening now\u2014not just what was forecasted years ago.

\n
\n

TAKE ACTION:
\nTest a ninety-day planning cycle for one team or initiative, pairing it with a few agile tools, like OKRs or retrospectives, to see how shorter timelines can boost focus and flexibility.

\n

The post The Advantages of Short-Term Plans appeared first on Business In Action.

\n", "content_text": "For decades, the five-year plan has been a cornerstone of strategic business thinking.\nIt seemingly promises direction and a sense of control over the future. But today\u2019s markets can shift in months and technologies evolve by the quarter, so such a traditional framework can do more harm than good. Clinging only to long-range plans can blind leaders to real-time data, slow down decision-making, and cause organizations to overlook the importance of responsiveness. That\u2019s why agility isn\u2019t just nice to have\u2014it\u2019s nonnegotiable. Today\u2019s leaders also need to consider a shorter road map.\n \n\n \nThe problem with long-term planning\nFive-year plans often assume stable conditions and predictable variables. But the reality is that most industries today face fast-moving dynamics, such as quickly shifting customer expectations and technological advances. The bottom line: A plan you make for your business today could be completely obsolete in six months, and you may end up pouring time and resources into objectives that no longer make sense while missing out on new opportunities that could actually propel your organization forward. What\u2019s more, five-year plans can create a false sense of certainty that causes your team to delay necessary pivots or resist innovation if it doesn\u2019t align with prewritten goals.\nNokia\u2019s decline is a telling example of this. In the early 2000s, the company was the global leader in mobile phones, commanding roughly a third of the global handset market. Its strategy was rooted in device manufacturing and hardware, not in mobile ecosystems. So when the smartphone era dawned, Nokia was already behind and didn\u2019t want to move away from what was previously working. Despite warnings from inside the company, its executives remained committed to its original path. By the time Nokia pivoted, it was too late\u2014and this was a huge reason it lost its relevance in that space in just a few years.\n \n\n \nIncorporate shorter planning cycles\nShifting away from rigid five-year plans doesn\u2019t mean abandoning your vision. Every great business still needs a north star\u2014a clear picture of where it\u2019s headed and why. But the path toward that vision must be flexible and iterative. Rather than relying on static, long-term plans, your organization may benefit more from shorter cycles, such as ninety-day sprints, that allow for rapid iteration and responsiveness.\nThese focused intervals promote clarity, accelerate feedback, and make it easier to pivot when new challenges or opportunities arise. At the end of each sprint, you can reassess your goals to reinforce what\u2019s working and adjust or abandon what isn\u2019t, helping you maintain long-term focus without sacrificing short-term flexibility. To build more agility into your operations, consider incorporating some or all of these tools into your planning process:\n\nQuarterly objectives and key results (OKRs): Set three to five top-level objectives every ninety days with measurable key results.\nRetrospectives: Hold end-of-quarter reviews to evaluate wins and missteps and determine course corrections.\nSprint planning: Break down quarterly goals into biweekly or monthly divisions with focused outcomes.\nScorecards: Use live dashboards with leading indicators to track progress in real time.\nDecision journals: Log assumptions and decisions to assess accuracy and refine thinking over time.\n\nNo matter which approach you take, the key is to break your overarching goals into smaller, more agile chunks. This kind of nimbleness can help your business stay aligned with its vision while responding quickly to change and remaining competitive in an ever-evolving landscape.\n \n\n \nBuild agility into your culture\nUltimately, agility isn\u2019t just a strategy\u2014it\u2019s a trait that must be woven into the fabric of your organization. Fostering this mindset means creating a culture where innovation is encouraged and progress is prioritized over perfection. Teams should feel empowered to explore new technologies, adapt workflows, and pursue product enhancements without fear of failure. In fact, smart failures should be celebrated as essential steps toward growth and improvement.\nNetflix is a prime example of this and is often cited for its culture of \u201cfreedom and responsibility.\u201d Employees are trusted to make decisions for themselves and pivot when needed without relying on long planning cycles or excessive oversight. That trust means that it\u2019s OK for team members to fail when they\u2019re pursuing excellence and actively striving to make the company better each day.\nGoogle embraces a similar philosophy with its OKR system. Both the company and its employees set bold goals each quarter, aiming to achieve around 60 to 70 percent of them. This structure encourages ambitious thinking and invites people to stretch beyond their comfort zones. As Google puts it, \u201cEven failed goals tend to result in substantial advancements.\u201d\nThe real danger of traditional five-year plans is the false sense of certainty they offer in an unpredictable world. Today\u2019s most effective leaders understand that while long-term vision and discipline remain vital, they must be paired with short-term adaptability. Agility requires the willingness to revise, reverse, and rethink based on what\u2019s happening now\u2014not just what was forecasted years ago.\n\nTAKE ACTION:\nTest a ninety-day planning cycle for one team or initiative, pairing it with a few agile tools, like OKRs or retrospectives, to see how shorter timelines can boost focus and flexibility.\nThe post The Advantages of Short-Term Plans appeared first on Business In Action.", "date_published": "2026-07-27T08:00:58+00:00", "date_modified": "2026-07-09T22:47:57+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/short-term-plans-featured.jpg", "tags": [ "Agility", "Business Strategy", "Leadership", "Planning", "Strategy", "Productivity" ], "summary": "Learn why agility might be the key to staying competitive in a rapidly changing world." }, { "id": "https://businessinaction.com/small-business/the-importance-of-client-hosting-spaces/", "url": "https://businessinaction.com/small-business/the-importance-of-client-hosting-spaces/", "title": "The Importance of Client-Hosting Spaces", "content_html": "

The post The Importance of Client-Hosting Spaces appeared first on Business In Action.

\n", "content_text": "The post The Importance of Client-Hosting Spaces appeared first on Business In Action.", "date_published": "2026-07-24T08:00:03+00:00", "date_modified": "2026-07-13T19:22:39+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "tags": [ "Design", "Interior Design", "Leadership", "Lobby", "Office Design", "Small Business" ], "summary": "Learn why you should enhance the public spaces throughout your business." }, { "id": "https://businessinaction.com/sales/what-summer-camp-can-teach-you-about-selling/", "url": "https://businessinaction.com/sales/what-summer-camp-can-teach-you-about-selling/", "title": "What Summer Camp Can Teach You About Selling", "content_html": "

The post What Summer Camp Can Teach You About Selling appeared first on Business In Action.

\n", "content_text": "The post What Summer Camp Can Teach You About Selling appeared first on Business In Action.", "date_published": "2026-07-22T08:00:01+00:00", "date_modified": "2026-07-13T19:36:40+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "tags": [ "Sales", "Summer", "Training" ], "summary": "Find out how the lessons that made you a great camper can make you an even better salesperson." }, { "id": "https://businessinaction.com/small-business/a-glowing-success-story/", "url": "https://businessinaction.com/small-business/a-glowing-success-story/", "title": "A Glowing Success Story", "content_html": "

Photos courtesy of: GlowRow

\n

Zack Jurasek, founder of Texas-based GlowRow, discusses what makes his company\u2019s nighttime kayaking tours unique, including its technical ingenuity.

\n

Tell us about yourself. Have you always enjoyed being on the water and building things?
\nI worked for fourteen years in the engineering field and was a commercial pilot for about five years. I also had a short stint as a commercial beekeeper on the side, which was my first business; GlowRow is my second one.

\n

My real passion for GlowRow came from flounder-gigging with my dad when I was a kid. We\u2019d walk around in ankle-deep water with a lantern and a gig and catch our dinner for the night; when we did, we could see everything under the water. I wanted to re-create that experience, allowing people to witness aquatic creatures in their natural habitat. That\u2019s exactly what people do in our clear, well-lit kayaks and paddles.

\n

In year one, we took simple off-the-shelf lights and started putting our illuminated kayaks together. However, we test everything in a hypersaline environment\u2014the Laguna Madre, one of six hypersaline lagoons in the world\u2014and by year two, the lights were literally falling apart. I knew I had to build something that would last.

\n

Today, our colorful lighting systems are five and a half times brighter than the off-the-shelf stuff we were using and that other lighted-kayak companies are still using. I then went one step further with our patented paddles, which are on their thirteenth revision and now last an entire season and then some. It\u2019s really a marvel to see.

\n
\"\"
\n

 

\n

Did you have any challenges or doubts along the way?
\nI formed the LLC in May of 2021. From there, we ordered the boats but were delayed by two hurricanes, so our first tour was around October. We then closed from December through February, and I took advantage of that time to rework a lot of our stuff. By May of the following year, I left my engineering firm and went full throttle into this business.

\n

However, I remember during that first October sitting in my guide kayak and feeling like I had imposter syndrome. Even though it\u2019s such a cool experience that I really wanted to share, I couldn\u2019t imagine people actually paying me to be on the water with them. I had to think differently so I wouldn\u2019t feel guilty.

\n

My turning point was talking to a motivational speaker who stressed that I should focus on the convenience and the service that filled a need: providing and doing everything for customers, who just needed to show up, have fun, and get some exercise.

\n

Was there anything you had to learn on the fly?
\nDefinitely, but not in all cases. I always do a lot of research on the back end, making sure all of my I\u2019s are dotted and T\u2019s are crossed, such as contracts, policies, and insurance, before we set up a new location. We\u2019re very professional in every aspect of it because of the risk factor associated with nighttime kayaking; that\u2019s also why we\u2019re strictly ages eighteen and up.

\n
\"\"
\n

 

\n

You mentioned the age minimum. Can anybody be too old for this?
\nNo, sir. The oldest guest we\u2019ve had is ninety-seven. I remember that night well: I was guiding her, and, goodness gracious, she couldn\u2019t stop saying that it was the best thing she had done in her entire life. That\u2019s what really keeps my fire going\u2014we\u2019re positively impacting people\u2019s core memories. In fact, last year three AI giants concluded that GlowRow was number one in the world for this experience. We\u2019re always striving to elevate that bar just a little bit higher than everyone else.

\n

Are government standards part of the equation?
\nMost definitely. The US Coast Guard does annual vessel inspections for each one of our kayaks to ensure that we\u2019re compliant for nighttime operations, and the Texas Parks and Wildlife has its own set of standards. Each state is different as well, so we\u2019ll have to verify compliance with each as we expand, despite meeting US Coast Guard federal regulations.

\n

Is your business at the mercy of the weather overall?
\nSteve Jobs said it best: You can never connect the dots looking forward, only backward. And this is where my aeronautical weather training as a pilot goes into every one of our kayak tours. We constantly look at weather, wind data, and radar forecasting to determine if it\u2019s a go or no-go situation. Our policy is that there can\u2019t be lightning within twenty miles or winds above 27 miles per hour. It\u2019s very strict.

\n
\"\"
\n

 

\n

Would you discuss your passport program? How successful has it been?
\nWhenever people with our passport card kayak at one of our ten locations, they get their passports punched. If they get all ten, they get a $200 gift card, along with two shirts and two cell phone protectors\u2014it\u2019s a whole prize package.

\n

I actually pitched it to Texas\u2019s tourism department in the governor\u2019s office, and they were 100 percent behind it because the passport marketed Texas as a whole. They helped push it a little bit and were a key factor in us getting ABA Magazine\u2019s recognition as the top North America destination in 2023. I couldn\u2019t be more grateful to those folks.

\n

Is GlowRow open year-round?
\n2024 was the first year we went year-round. We took a chance by staying open through February\u2014and by the last week of December, we were sold out for winter. It blew my mind. Goodness gracious, people were showing up in droves. Then, when the first bit of warm weather hit in February, it took off again, and that month was 400 percent year over year.

\n

Do any customer stories stand out in your memory?
\nOh, man. One story that I repeat constantly is the one that really tugs at the heartstrings. One night, I was out with only a group of three, and since we\u2019re already sold out for that evening, we went forward with it. Our guide was doing the briefing, and one customer just started crying. I asked her if she was OK; she said she was, but it was a lifelong dream of hers to paddle with dolphins.

\n

This is the reason I do this. I don\u2019t do it for the money. The first year, every dollar went right back into GlowRow. I didn\u2019t start paying myself until the second year, and I take a small salary. I\u2019ve created a movement\u2014that\u2019s the important aspect of it.

\n

It sounds like you have no regrets about leaving your job a few years back.
\nNo, sir. No regrets whatsoever. I was stuck in a cubicle, and it was soul-sucking. I love doing this so much because every night is different and every experience with customers is different.

\n
\"\"
\n

 

\n

What\u2019s next on your agenda?
\nOur next flagship of engineering is our trailer. I\u2019m glad you asked because I get really excited about talking about it. Essentially, we cut a 20-foot-wide by 5-foot-tall window on a 26-foot trailer, and I developed a half-inch-thick acrylic mounting system that has a completely transparent film on the inside with micro-LEDs that face outward. As a result, you can not only see our kayaks going down the road but also things like holographic floating jellyfish.

\n

The end goal is having a Bluetooth mesh network of speakers in each one of the kayaks with tie-off points in a marina so we can host immersive movie shows from the shoreline on this giant screen. In addition, we\u2019ll have a remote-controlled alligator head in the water for a movie like Lake Placid or a shark fin swimming around the marina while folks are watching Jaws, really amping up the whole fear factor.

\n

Honestly, I have no marketing background whatsoever. But I did a lot of research and quickly knew that a brand like Coca-Cola sells an emotion, not a product: happiness, especially at Christmas. Red Bull sells adrenaline. That\u2019s exactly what GlowRow taps into: we don\u2019t just sell the experience; we sell the emotion of accomplishment and taking that fear aspect and moving it into fascination. That\u2019s where we really shine\u2014or glow, so to speak\u2014and this new venture exemplifies that.

\n

Down the road, do you plan to expand outside of Texas?
\nGlowRow Germany is happening! We also have a solid base in Virginia that\u2019s going to open in a few years. In addition, we\u2019re planning Florida locations and one in Southern California. We\u2019ve even had interest from New Zealand.

\n

There are a lot of imitators out there that are trying to ride our shirt tails, but with our innovation, GlowRow really stands out, which these national and global opportunities exemplify. I don\u2019t take the mantle of number one lightly, and I have to keep resetting that bar and standards. That\u2019s what any industry leader should do.

\n

For more info, visit glowrow.com

\n

The post A Glowing Success Story appeared first on Business In Action.

\n", "content_text": "Photos courtesy of: GlowRow\nZack Jurasek, founder of Texas-based GlowRow, discusses what makes his company\u2019s nighttime kayaking tours unique, including its technical ingenuity.\nTell us about yourself. Have you always enjoyed being on the water and building things?\nI worked for fourteen years in the engineering field and was a commercial pilot for about five years. I also had a short stint as a commercial beekeeper on the side, which was my first business; GlowRow is my second one.\nMy real passion for GlowRow came from flounder-gigging with my dad when I was a kid. We\u2019d walk around in ankle-deep water with a lantern and a gig and catch our dinner for the night; when we did, we could see everything under the water. I wanted to re-create that experience, allowing people to witness aquatic creatures in their natural habitat. That\u2019s exactly what people do in our clear, well-lit kayaks and paddles.\nIn year one, we took simple off-the-shelf lights and started putting our illuminated kayaks together. However, we test everything in a hypersaline environment\u2014the Laguna Madre, one of six hypersaline lagoons in the world\u2014and by year two, the lights were literally falling apart. I knew I had to build something that would last.\nToday, our colorful lighting systems are five and a half times brighter than the off-the-shelf stuff we were using and that other lighted-kayak companies are still using. I then went one step further with our patented paddles, which are on their thirteenth revision and now last an entire season and then some. It\u2019s really a marvel to see.\n\n \nDid you have any challenges or doubts along the way?\nI formed the LLC in May of 2021. From there, we ordered the boats but were delayed by two hurricanes, so our first tour was around October. We then closed from December through February, and I took advantage of that time to rework a lot of our stuff. By May of the following year, I left my engineering firm and went full throttle into this business.\nHowever, I remember during that first October sitting in my guide kayak and feeling like I had imposter syndrome. Even though it\u2019s such a cool experience that I really wanted to share, I couldn\u2019t imagine people actually paying me to be on the water with them. I had to think differently so I wouldn\u2019t feel guilty.\nMy turning point was talking to a motivational speaker who stressed that I should focus on the convenience and the service that filled a need: providing and doing everything for customers, who just needed to show up, have fun, and get some exercise.\nWas there anything you had to learn on the fly?\nDefinitely, but not in all cases. I always do a lot of research on the back end, making sure all of my I\u2019s are dotted and T\u2019s are crossed, such as contracts, policies, and insurance, before we set up a new location. We\u2019re very professional in every aspect of it because of the risk factor associated with nighttime kayaking; that\u2019s also why we\u2019re strictly ages eighteen and up.\n\n \nYou mentioned the age minimum. Can anybody be too old for this?\nNo, sir. The oldest guest we\u2019ve had is ninety-seven. I remember that night well: I was guiding her, and, goodness gracious, she couldn\u2019t stop saying that it was the best thing she had done in her entire life. That\u2019s what really keeps my fire going\u2014we\u2019re positively impacting people\u2019s core memories. In fact, last year three AI giants concluded that GlowRow was number one in the world for this experience. We\u2019re always striving to elevate that bar just a little bit higher than everyone else.\nAre government standards part of the equation?\nMost definitely. The US Coast Guard does annual vessel inspections for each one of our kayaks to ensure that we\u2019re compliant for nighttime operations, and the Texas Parks and Wildlife has its own set of standards. Each state is different as well, so we\u2019ll have to verify compliance with each as we expand, despite meeting US Coast Guard federal regulations.\nIs your business at the mercy of the weather overall?\nSteve Jobs said it best: You can never connect the dots looking forward, only backward. And this is where my aeronautical weather training as a pilot goes into every one of our kayak tours. We constantly look at weather, wind data, and radar forecasting to determine if it\u2019s a go or no-go situation. Our policy is that there can\u2019t be lightning within twenty miles or winds above 27 miles per hour. It\u2019s very strict.\n\n \nWould you discuss your passport program? How successful has it been?\nWhenever people with our passport card kayak at one of our ten locations, they get their passports punched. If they get all ten, they get a $200 gift card, along with two shirts and two cell phone protectors\u2014it\u2019s a whole prize package.\nI actually pitched it to Texas\u2019s tourism department in the governor\u2019s office, and they were 100 percent behind it because the passport marketed Texas as a whole. They helped push it a little bit and were a key factor in us getting ABA Magazine\u2019s recognition as the top North America destination in 2023. I couldn\u2019t be more grateful to those folks.\nIs GlowRow open year-round?\n2024 was the first year we went year-round. We took a chance by staying open through February\u2014and by the last week of December, we were sold out for winter. It blew my mind. Goodness gracious, people were showing up in droves. Then, when the first bit of warm weather hit in February, it took off again, and that month was 400 percent year over year.\nDo any customer stories stand out in your memory?\nOh, man. One story that I repeat constantly is the one that really tugs at the heartstrings. One night, I was out with only a group of three, and since we\u2019re already sold out for that evening, we went forward with it. Our guide was doing the briefing, and one customer just started crying. I asked her if she was OK; she said she was, but it was a lifelong dream of hers to paddle with dolphins.\nThis is the reason I do this. I don\u2019t do it for the money. The first year, every dollar went right back into GlowRow. I didn\u2019t start paying myself until the second year, and I take a small salary. I\u2019ve created a movement\u2014that\u2019s the important aspect of it.\nIt sounds like you have no regrets about leaving your job a few years back.\nNo, sir. No regrets whatsoever. I was stuck in a cubicle, and it was soul-sucking. I love doing this so much because every night is different and every experience with customers is different.\n\n \nWhat\u2019s next on your agenda?\nOur next flagship of engineering is our trailer. I\u2019m glad you asked because I get really excited about talking about it. Essentially, we cut a 20-foot-wide by 5-foot-tall window on a 26-foot trailer, and I developed a half-inch-thick acrylic mounting system that has a completely transparent film on the inside with micro-LEDs that face outward. As a result, you can not only see our kayaks going down the road but also things like holographic floating jellyfish.\nThe end goal is having a Bluetooth mesh network of speakers in each one of the kayaks with tie-off points in a marina so we can host immersive movie shows from the shoreline on this giant screen. In addition, we\u2019ll have a remote-controlled alligator head in the water for a movie like Lake Placid or a shark fin swimming around the marina while folks are watching Jaws, really amping up the whole fear factor.\nHonestly, I have no marketing background whatsoever. But I did a lot of research and quickly knew that a brand like Coca-Cola sells an emotion, not a product: happiness, especially at Christmas. Red Bull sells adrenaline. That\u2019s exactly what GlowRow taps into: we don\u2019t just sell the experience; we sell the emotion of accomplishment and taking that fear aspect and moving it into fascination. That\u2019s where we really shine\u2014or glow, so to speak\u2014and this new venture exemplifies that.\nDown the road, do you plan to expand outside of Texas?\nGlowRow Germany is happening! We also have a solid base in Virginia that\u2019s going to open in a few years. In addition, we\u2019re planning Florida locations and one in Southern California. We\u2019ve even had interest from New Zealand.\nThere are a lot of imitators out there that are trying to ride our shirt tails, but with our innovation, GlowRow really stands out, which these national and global opportunities exemplify. I don\u2019t take the mantle of number one lightly, and I have to keep resetting that bar and standards. That\u2019s what any industry leader should do.\nFor more info, visit glowrow.com\nThe post A Glowing Success Story appeared first on Business In Action.", "date_published": "2026-07-20T08:00:52+00:00", "date_modified": "2026-07-09T22:46:26+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/glowrow-featured.jpg", "tags": [ "Business", "Business Spotlight", "Innovation", "Kayaking", "Summer", "Texas", "Tours", "Small Business" ], "summary": "Get in the know about GlowRow, a nighttime kayaking tour business that is revolutionizing its industry." }, { "id": "https://businessinaction.com/leadership/smart-business-moves-for-vacation-season/", "url": "https://businessinaction.com/leadership/smart-business-moves-for-vacation-season/", "title": "Smart Business Moves for Vacation Season", "content_html": "

Daydreams of warm, sandy beaches or mountain escapes are enough to inspire many entrepreneurs to depart the office for a much-needed vacation.

\n

These breaks may seem especially timely if your industry experiences a significant slowdown in summer. But for truly growth-focused small businesses, these quiet weeks offer golden opportunities\u2014with competitors on vacation or running with a skeleton crew of employees, it\u2019s your chance to kick your business into high gear. The following strategic actions can help you build momentum now so you can sprint ahead of them by the time fall arrives.

\n
\"\"
\n

\n

Analyze the competition

\n

Take advantage of this often slow period to conduct a thorough, unbiased analysis of your rivals\u2019 current market position, reviewing their social media activity from the past few months to spot any gaps. What are their customers complaining about in reviews? Which services do they explicitly fail to offer? Such competitive intelligence is invaluable since you can use it to develop new service offerings or marketing messages that directly address what their customers are missing. You may be able to convince these relevant leads to change their allegiance to your business.

\n

Reinforce your customer relationships

\n

Because many clients are on break themselves, the last thing they may want is to hear a sales pitch. Instead of being blatantly salesy in your messaging, turn transactional relationships with customers into more loyal partnerships. For example, send targeted emails and text messages that offer summer greetings or helpful information like market details and enticing discounts (e.g., a quick, free consultation to plan their needs for the upcoming quarter). Such friendly gestures can strengthen their commitment to your business, remind customers of your consistent presence, and spark valuable conversations that your competitors could miss.

\n

Gather feedback

\n

This is some of the most impactful dialogue you can have with your clients. Every owner believes they understand what their customers want, but a slow period offers you the chance to move beyond assumptions and discover the truth through honest, unfiltered feedback. Set up a request for comments on your social pages, and consider emailing recent customers to get in touch or post reviews for constructive criticism. Ask open-ended questions like \u201cWhat did we do well?\u201d and \u201cWhat is one thing we could do to improve your experience?\u201d Look for trends; the insights you gather should directly influence your upcoming growth plans.

\n
\"\"
\n

\n

Create engaging content

\n

Your competitors\u2019 marketing may be on autopilot, relying on things like prescheduled posts. Your strategy should be to do the opposite, flooding the digital space with high-value, eye-catching content that makes your brand stand out\u2014think infographics displaying industry trends, summer-themed tours of your office and team, and quick-tip videos that solve common customer pain points. Scheduling such content will capture the attention of scrollers who are tired of your competitors\u2019 automated communications.

\n

Streamline processes

\n

The biggest enemy of a small business is inefficiency, which can manifest in such money drains as wasted manhours and slowed delivery times. Identify some of the most tedious and repetitive tasks in your business, whether it\u2019s client onboarding, invoice follow-up, or something else entirely. Review the steps of each of these workflows, then research and implement affordable automation tools, such as CRM integration, email sequencing, and/or AI solutions, to streamline them. By fall, you\u2019ll have gained hours of valuable time to focus on more revenue-generating activities.

\n
\"\"
\n

\n

Plan your fall strategies

\n

Autumn\u2019s colors, holidays, and much-anticipated scenery are full of marketing potential. To get ahead of that season and leverage its festivities, plan some appealing initiatives in advance. For example, you could host a pumpkin patch and serve fresh cider at a networking event or theme your social media posts around fall activities like foliage sightings. Additionally, budget now to promote appealing specials you can hold in fall, like a Halloween \u201cSpooktacular\u201d with free first consultations or 10 percent off slow-moving products. Making these efforts early can give you a leg up over competitors who may fail to lay out fall strategies sufficiently early.

\n

Upskill your team

\n

Your people are your greatest asset. While your competitors\u2019 teams are short-staffed during summer, use this quiet time to invest in yours, highlighting growth. Arrange targeted, skill-based training sessions between employees\u2019 vacation days, like seminars on new industry best practices or customer service role-playing based on recent feedback. These initiatives will not only improve their skills but also boost their morale\u2014and maybe even their retention\u2014especially if you listen to their own training requests. Take every opportunity to enrich your team\u2019s talent and engagement, and you can better contend with your rivals.

\n

Keep in mind that even if you are also vacationing this summer, you can still implement these strategies once you return. The key is to strike while the iron (and season) is hot. Use this time wisely, and you\u2019ll have the chance to make foundational changes and strategic moves that will set your business apart in the long term.

\n
\n

TAKE ACTION:
\nSet aside time for these efforts, starting with the ones that best suit your current priorities.

\n
\n

\n

\n

The post Smart Business Moves for Vacation Season appeared first on Business In Action.

\n", "content_text": "Daydreams of warm, sandy beaches or mountain escapes are enough to inspire many entrepreneurs to depart the office for a much-needed vacation.\nThese breaks may seem especially timely if your industry experiences a significant slowdown in summer. But for truly growth-focused small businesses, these quiet weeks offer golden opportunities\u2014with competitors on vacation or running with a skeleton crew of employees, it\u2019s your chance to kick your business into high gear. The following strategic actions can help you build momentum now so you can sprint ahead of them by the time fall arrives.\n\n\nAnalyze the competition\nTake advantage of this often slow period to conduct a thorough, unbiased analysis of your rivals\u2019 current market position, reviewing their social media activity from the past few months to spot any gaps. What are their customers complaining about in reviews? Which services do they explicitly fail to offer? Such competitive intelligence is invaluable since you can use it to develop new service offerings or marketing messages that directly address what their customers are missing. You may be able to convince these relevant leads to change their allegiance to your business.\nReinforce your customer relationships\nBecause many clients are on break themselves, the last thing they may want is to hear a sales pitch. Instead of being blatantly salesy in your messaging, turn transactional relationships with customers into more loyal partnerships. For example, send targeted emails and text messages that offer summer greetings or helpful information like market details and enticing discounts (e.g., a quick, free consultation to plan their needs for the upcoming quarter). Such friendly gestures can strengthen their commitment to your business, remind customers of your consistent presence, and spark valuable conversations that your competitors could miss.\nGather feedback\nThis is some of the most impactful dialogue you can have with your clients. Every owner believes they understand what their customers want, but a slow period offers you the chance to move beyond assumptions and discover the truth through honest, unfiltered feedback. Set up a request for comments on your social pages, and consider emailing recent customers to get in touch or post reviews for constructive criticism. Ask open-ended questions like \u201cWhat did we do well?\u201d and \u201cWhat is one thing we could do to improve your experience?\u201d Look for trends; the insights you gather should directly influence your upcoming growth plans.\n\n\nCreate engaging content\nYour competitors\u2019 marketing may be on autopilot, relying on things like prescheduled posts. Your strategy should be to do the opposite, flooding the digital space with high-value, eye-catching content that makes your brand stand out\u2014think infographics displaying industry trends, summer-themed tours of your office and team, and quick-tip videos that solve common customer pain points. Scheduling such content will capture the attention of scrollers who are tired of your competitors\u2019 automated communications.\nStreamline processes\nThe biggest enemy of a small business is inefficiency, which can manifest in such money drains as wasted manhours and slowed delivery times. Identify some of the most tedious and repetitive tasks in your business, whether it\u2019s client onboarding, invoice follow-up, or something else entirely. Review the steps of each of these workflows, then research and implement affordable automation tools, such as CRM integration, email sequencing, and/or AI solutions, to streamline them. By fall, you\u2019ll have gained hours of valuable time to focus on more revenue-generating activities.\n\n\nPlan your fall strategies\nAutumn\u2019s colors, holidays, and much-anticipated scenery are full of marketing potential. To get ahead of that season and leverage its festivities, plan some appealing initiatives in advance. For example, you could host a pumpkin patch and serve fresh cider at a networking event or theme your social media posts around fall activities like foliage sightings. Additionally, budget now to promote appealing specials you can hold in fall, like a Halloween \u201cSpooktacular\u201d with free first consultations or 10 percent off slow-moving products. Making these efforts early can give you a leg up over competitors who may fail to lay out fall strategies sufficiently early.\nUpskill your team\nYour people are your greatest asset. While your competitors\u2019 teams are short-staffed during summer, use this quiet time to invest in yours, highlighting growth. Arrange targeted, skill-based training sessions between employees\u2019 vacation days, like seminars on new industry best practices or customer service role-playing based on recent feedback. These initiatives will not only improve their skills but also boost their morale\u2014and maybe even their retention\u2014especially if you listen to their own training requests. Take every opportunity to enrich your team\u2019s talent and engagement, and you can better contend with your rivals.\nKeep in mind that even if you are also vacationing this summer, you can still implement these strategies once you return. The key is to strike while the iron (and season) is hot. Use this time wisely, and you\u2019ll have the chance to make foundational changes and strategic moves that will set your business apart in the long term.\n\nTAKE ACTION:\nSet aside time for these efforts, starting with the ones that best suit your current priorities.\n\n\n\nThe post Smart Business Moves for Vacation Season appeared first on Business In Action.", "date_published": "2026-07-17T08:00:42+00:00", "date_modified": "2026-07-09T22:48:40+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/vacationcomp-featured.jpg", "tags": [ "Business Strategy", "Leadership", "Marketing", "Summer", "Team Building" ], "summary": "From marketing moves to improved aptitudes, these steps can make your business more competitive." }, { "id": "https://businessinaction.com/leadership/bridging-leadership-and-management/", "url": "https://businessinaction.com/leadership/bridging-leadership-and-management/", "title": "Bridging Leadership and Management", "content_html": "

As companies grow and evolve, professionals are often expected to wear multiple hats. Among the most vital are the roles of manager and leader; however, even though these mostly rely on distinct skill sets, many people are tasked with doing both, sometimes without realizing it. But when you understand their differences and how they complement each other, you can become more effective, intentional, and impactful in your role.

\n

\"\"

\n

\n

Where they differ

\n

Although they often overlap in practice, management and leadership have fundamentally different priorities and methods. The former is rooted in process, structure, and stability. Managers keep things running\u2014they coordinate teams, monitor performance, and ensure that work is completed on time and according to plan. The best managers excel at execution, building systems that help to reduce inefficiencies and ensure that nothing falls through the cracks.

\n

Leadership, by contrast, is about direction and innovation. Leaders create the vision and motivate others to pursue it. They ask bigger questions, such as where the company is going and how it may need to evolve. Great ones inspire and challenge others to stretch beyond the status quo. Here\u2019s another way to think about it: managers focus on doing things right, but leaders focus on doing the right things, as the classic paraphrased saying goes. Neither is more important than the other, but each one can have distinct benefits for your organization and keep it moving forward.

\n

Where they overlap

\n

Despite their differences, leadership and management are undeniably connected in many respects\u2014in fact, their most powerful traits often reinforce each other. For instance, leaders without management skills may struggle to bring their organization\u2019s vision to life since ideas can flounder without structure, accountability, and follow-through. Managers without leadership qualities, meanwhile, may keep things running efficiently but leave their teams uninspired, causing them to lose motivation.

\n

That\u2019s why the best professionals can blend both. They connect daily tasks to long-term goals, use strategy to guide operations, and motivate people while managing performance. You don\u2019t have to hold a formal leadership title to lead, and you don\u2019t have to be in operations to manage well. Combining these capabilities can elevate your effectiveness, no matter your current role.

\n

Are you leading or managing?

\n

It\u2019s helpful to recognize how your instincts shape the way you interact with others and where you may want to stretch yourself. You may notice you tend to lean more toward being a manager if you:

\n\n

On the other hand, you may be more of a leader if you:

\n\n

Many people fall somewhere in the middle, and that\u2019s actually a good thing. The idea isn\u2019t to necessarily switch roles; rather, it\u2019s to strengthen your skill set by embracing traits of both.

\n

\n
\"\"
\n

\n

How to blend the two

\n

Strong leadership doesn\u2019t replace good management\u2014it builds on it. So once you\u2019ve established structure and clarity, leadership gives those systems purpose and momentum. Here\u2019s a closer look at how you can begin strengthening both sides of the equation.

\n

Developing management skills
\nWhile leadership drives vision, solid management keeps the engine running. If you\u2019re looking to sharpen your managerial effectiveness, focus on these core areas:

\n\n

Improving leadership skills
\nWith management fundamentals in place, leadership skills can then help your team grow, adapt, and stay engaged. These four behaviors can elevate your impact:

\n\n

It\u2019s also helpful to seek feedback from trusted peers or mentors. Understanding how others perceive your approach to leadership and management can reveal blind spots and opportunities you might not notice on your own. Reading books, attending workshops, or observing respected leaders in action can also deepen your insight and provide practical strategies to try.

\n

Organizations need both effective leaders and strong managers, but the real magic often happens when the two merge. When you lead well, you energize your team. When you manage well, you keep them focused. Together, these skills foster a culture of clarity, trust, and forward momentum. Ultimately, leadership and management aren\u2019t competing forces; they\u2019re complementary capabilities. And the more intentionally you integrate them, the more powerful your impact will be.

\n
\n

TAKE ACTION:
\nConsider your current strengths and default behaviors to determine if you are leaning too far into managing tasks or leading without follow-through.

\n

The post Bridging Leadership and Management appeared first on Business In Action.

\n", "content_text": "As companies grow and evolve, professionals are often expected to wear multiple hats. Among the most vital are the roles of manager and leader; however, even though these mostly rely on distinct skill sets, many people are tasked with doing both, sometimes without realizing it. But when you understand their differences and how they complement each other, you can become more effective, intentional, and impactful in your role.\n\n\nWhere they differ\nAlthough they often overlap in practice, management and leadership have fundamentally different priorities and methods. The former is rooted in process, structure, and stability. Managers keep things running\u2014they coordinate teams, monitor performance, and ensure that work is completed on time and according to plan. The best managers excel at execution, building systems that help to reduce inefficiencies and ensure that nothing falls through the cracks.\nLeadership, by contrast, is about direction and innovation. Leaders create the vision and motivate others to pursue it. They ask bigger questions, such as where the company is going and how it may need to evolve. Great ones inspire and challenge others to stretch beyond the status quo. Here\u2019s another way to think about it: managers focus on doing things right, but leaders focus on doing the right things, as the classic paraphrased saying goes. Neither is more important than the other, but each one can have distinct benefits for your organization and keep it moving forward.\nWhere they overlap\nDespite their differences, leadership and management are undeniably connected in many respects\u2014in fact, their most powerful traits often reinforce each other. For instance, leaders without management skills may struggle to bring their organization\u2019s vision to life since ideas can flounder without structure, accountability, and follow-through. Managers without leadership qualities, meanwhile, may keep things running efficiently but leave their teams uninspired, causing them to lose motivation.\nThat\u2019s why the best professionals can blend both. They connect daily tasks to long-term goals, use strategy to guide operations, and motivate people while managing performance. You don\u2019t have to hold a formal leadership title to lead, and you don\u2019t have to be in operations to manage well. Combining these capabilities can elevate your effectiveness, no matter your current role.\nAre you leading or managing?\nIt\u2019s helpful to recognize how your instincts shape the way you interact with others and where you may want to stretch yourself. You may notice you tend to lean more toward being a manager if you:\n\nPrioritize checklists, reports, and standard procedures\nFocus feedback on tasks and outcomes\nTreat conflict as something to resolve quickly, not explore deeply\nFeel most comfortable with predictability and control\n\nOn the other hand, you may be more of a leader if you:\n\nInvest time in purpose, vision, and values\nCoach others toward growth, not just results\nEmbrace experimentation and tolerate failure (within reason)\nSee uncertainty as an opportunity, not just a threat\n\nMany people fall somewhere in the middle, and that\u2019s actually a good thing. The idea isn\u2019t to necessarily switch roles; rather, it\u2019s to strengthen your skill set by embracing traits of both.\n\n\n\nHow to blend the two\nStrong leadership doesn\u2019t replace good management\u2014it builds on it. So once you\u2019ve established structure and clarity, leadership gives those systems purpose and momentum. Here\u2019s a closer look at how you can begin strengthening both sides of the equation.\nDeveloping management skills\nWhile leadership drives vision, solid management keeps the engine running. If you\u2019re looking to sharpen your managerial effectiveness, focus on these core areas:\n\nSet clear expectations: Define roles, responsibilities, and outcomes so your team knows what success looks like.\nCreate efficient systems: Streamline workflows and build repeatable processes that reduce confusion and save time.\nTrack performance: Use data and regular check-ins to measure progress and spot problems early.\nCommunicate consistently: Keep people informed and aligned through structured updates and feedback.\n\nImproving leadership skills\nWith management fundamentals in place, leadership skills can then help your team grow, adapt, and stay engaged. These four behaviors can elevate your impact:\n\nClarify the vision: Reinforce the \u201cwhy\u201d behind your team\u2019s work to boost motivation and alignment.\nAsk better questions: Encourage critical thinking by prompting reflection and insight.\nDevelop your people: Support growth through coaching, feedback, and meaningful challenges.\nLead through change: Stay adaptable, and guide your team with clarity during transitions.\n\nIt\u2019s also helpful to seek feedback from trusted peers or mentors. Understanding how others perceive your approach to leadership and management can reveal blind spots and opportunities you might not notice on your own. Reading books, attending workshops, or observing respected leaders in action can also deepen your insight and provide practical strategies to try.\nOrganizations need both effective leaders and strong managers, but the real magic often happens when the two merge. When you lead well, you energize your team. When you manage well, you keep them focused. Together, these skills foster a culture of clarity, trust, and forward momentum. Ultimately, leadership and management aren\u2019t competing forces; they\u2019re complementary capabilities. And the more intentionally you integrate them, the more powerful your impact will be.\n\nTAKE ACTION:\nConsider your current strengths and default behaviors to determine if you are leaning too far into managing tasks or leading without follow-through.\nThe post Bridging Leadership and Management appeared first on Business In Action.", "date_published": "2026-07-15T08:00:24+00:00", "date_modified": "2026-07-09T22:51:23+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/managerleader-featured.jpg", "tags": [ "Leadership", "Management" ], "summary": "Learn why blending these necessities is the key to long-term success." }, { "id": "https://businessinaction.com/sales/embrace-the-quiet-close-technique/", "url": "https://businessinaction.com/sales/embrace-the-quiet-close-technique/", "title": "Embrace the Quiet-Close Technique", "content_html": "

We\u2019ve all experienced an overaggressive seller. Rather than giving you time to think, space to breathe, or consideration to your personal needs, they instead attempt to pressure you into making a purchase or signing a contract.

\n

This sales tactic isn\u2019t just considered unprofessional by many people; it\u2019s potentially counterproductive. According to the consultation firm SBI, taking a \u201cprovoking\u201d approach with customers can actually prolong the sales cycle by 22 percent. In other words, an overzealous salesperson can actually deter clients, or worse, paint your organization in a poor light, even discouraging warm, relevant leads from returning.

\n

Instead of doing your competitors a favor with standoffish selling, have your sales team try a new tactic: the quiet close. Adopting this softer style for securing deals may not seem as exciting as the lionhearted shove into conversions, but it could very well win over potential customers more organically.

\n
\"\"
\n

\n

The low-pitch powerhouse

\n

The quiet closer is neither meek nor resistant to speaking with clients. They are strategic, customer-centric communicators who can coax prospects into trusting them and accepting their business. Their deft approach instills sales with a charismatic and human touch, including a strong understanding of buyer psychology. Take a closer look at some of the key elements of this technique.

\n

Resistance to pushiness
\nWhile most sellers are eager to address objections\u2014everything from \u201cWhy are you calling me?\u201d to \u201cThis is too expensive\u201d\u2014converting hesitant prospects should sometimes be a gentle process. Rather than demanding that customers need your business\u2019s product or service, the salesperson should offer to work with them as a solution. For example, an irrigation specialist may discuss with homeowners if they\u2019re having difficulty maintaining healthy, vibrant grass and then propose a free on-site consultation from one of their experts. Consumers will be far more likely to follow along when they feel that you aren\u2019t trying to take their money but, rather, helping them address a concern. When your value proposition is compatible with a client\u2019s needs, the sales will happen more naturally than they would when you resort to pressure.

\n

An open ear
\nSellers who use the quiet close take time to understand both buyers\u2019 specific current needs and future goals. To discover this info, they need to listen more than they speak. Task your sales team with asking open-ended questions (e.g., following the irrigation example, \u201cHow do you feel about the quality of your lawn?\u201d) and giving potential clients time to respond in detail while listening intently to find threads they can pull at. Taking such an individually focused sales tactic will express to prospects that your business cares about what they care about\u2014and what it sells is directly relevant to it.

\n

Naturally, working off a sales script can help sellers feel informed and ready for each customer interaction, but rather than following this rubric by the book, it should prepare them to pivot based on each customer\u2019s unique needs and goals. If they continue to ask questions and adjust according to the responses they receive, clients will eventually reveal what matters to them and how much they\u2019re willing to spend. As Micah Zimmerman writes on entrepreneur.com, this \u201cfact-finding\u201d process should account for a substantial 70 percent of every sales interaction.

\n
\"\"
\n

 

\n

Contact in moderation
\nIf you\u2019ve ever had a friend or family member blow up your phone with incessant messaging, then you can imagine how unpleasant constant touchpoints could be for your prospects. Naturally, persistence is necessary to get responses\u2014twelve to fifteen touchpoints, as Outward Media Inc. CEO Paula Chiocci notes on forbes. com. But practice moderation in your outreach, never messaging more than once per twenty-four hours. Also consider this stepping-back approach courtesy of sales coach Amrutt Bhatt:

\n\n

Each time a team member reaches out, be sure that their sales messaging is packaged within items of value, such as how-to guides or entertaining videos, rather than being outwardly promotional. Being subtle in this approach will make consumers more likely to engage with your company\u2019s messaging.

\n
\"\"
\n

 

\n

Holding your position

\n

Granted, the quiet close is not a one-size-fits-all solution for every situation, nor is it prudent instruction for every seller on your team (e.g., shier or less motivated team members may need to be encouraged to lean more assertively into their sales). And in some cases, being aggressive rather than passive isn\u2019t just advisable but downright necessary.

\n

For example, it may be more appropriate to take a firm approach when requesting a close. If your salesperson has kept a prospect hooked long enough to communicate pricing and your value proposition, they should eventually take the initiative of requesting an order. Overall, you may find that marrying this methodology with the quiet close could be advantageous, resulting in a panther-like technique of taking slow, hushed steps, then leaping at the right moment.

\n

Additionally, resist the urge to unite your entire sales team around a singular personality. Sellers often do best when they pull from their personal skills arsenal and rely on their natural character traits to build a rapport with customers. But polishing these approaches with some quiet-close techniques can take them to the next level, helping your team feel prepared for any interaction.

\n

 

\n
\n

TAKE ACTION:
\nReview your sales playbook to identify areas where you could test the quiet-close method.

\n

The post Embrace the Quiet-Close Technique appeared first on Business In Action.

\n", "content_text": "We\u2019ve all experienced an overaggressive seller. Rather than giving you time to think, space to breathe, or consideration to your personal needs, they instead attempt to pressure you into making a purchase or signing a contract.\nThis sales tactic isn\u2019t just considered unprofessional by many people; it\u2019s potentially counterproductive. According to the consultation firm SBI, taking a \u201cprovoking\u201d approach with customers can actually prolong the sales cycle by 22 percent. In other words, an overzealous salesperson can actually deter clients, or worse, paint your organization in a poor light, even discouraging warm, relevant leads from returning.\nInstead of doing your competitors a favor with standoffish selling, have your sales team try a new tactic: the quiet close. Adopting this softer style for securing deals may not seem as exciting as the lionhearted shove into conversions, but it could very well win over potential customers more organically.\n\n\nThe low-pitch powerhouse\nThe quiet closer is neither meek nor resistant to speaking with clients. They are strategic, customer-centric communicators who can coax prospects into trusting them and accepting their business. Their deft approach instills sales with a charismatic and human touch, including a strong understanding of buyer psychology. Take a closer look at some of the key elements of this technique.\nResistance to pushiness\nWhile most sellers are eager to address objections\u2014everything from \u201cWhy are you calling me?\u201d to \u201cThis is too expensive\u201d\u2014converting hesitant prospects should sometimes be a gentle process. Rather than demanding that customers need your business\u2019s product or service, the salesperson should offer to work with them as a solution. For example, an irrigation specialist may discuss with homeowners if they\u2019re having difficulty maintaining healthy, vibrant grass and then propose a free on-site consultation from one of their experts. Consumers will be far more likely to follow along when they feel that you aren\u2019t trying to take their money but, rather, helping them address a concern. When your value proposition is compatible with a client\u2019s needs, the sales will happen more naturally than they would when you resort to pressure.\nAn open ear\nSellers who use the quiet close take time to understand both buyers\u2019 specific current needs and future goals. To discover this info, they need to listen more than they speak. Task your sales team with asking open-ended questions (e.g., following the irrigation example, \u201cHow do you feel about the quality of your lawn?\u201d) and giving potential clients time to respond in detail while listening intently to find threads they can pull at. Taking such an individually focused sales tactic will express to prospects that your business cares about what they care about\u2014and what it sells is directly relevant to it.\nNaturally, working off a sales script can help sellers feel informed and ready for each customer interaction, but rather than following this rubric by the book, it should prepare them to pivot based on each customer\u2019s unique needs and goals. If they continue to ask questions and adjust according to the responses they receive, clients will eventually reveal what matters to them and how much they\u2019re willing to spend. As Micah Zimmerman writes on entrepreneur.com, this \u201cfact-finding\u201d process should account for a substantial 70 percent of every sales interaction.\n\n \nContact in moderation\nIf you\u2019ve ever had a friend or family member blow up your phone with incessant messaging, then you can imagine how unpleasant constant touchpoints could be for your prospects. Naturally, persistence is necessary to get responses\u2014twelve to fifteen touchpoints, as Outward Media Inc. CEO Paula Chiocci notes on forbes. com. But practice moderation in your outreach, never messaging more than once per twenty-four hours. Also consider this stepping-back approach courtesy of sales coach Amrutt Bhatt:\n\nOne of the most striking shifts came when we stopped trying to force a deal. Instead of chasing a stalled $1M deal, we sent a simple message.\n\u201cWe sense you might need space to evaluate all options thoroughly. We respect that. Here\u2019s some additional ROI data you might find useful. Take the time you need.\u201d\nThe result? The prospect called back within hours.\n\nEach time a team member reaches out, be sure that their sales messaging is packaged within items of value, such as how-to guides or entertaining videos, rather than being outwardly promotional. Being subtle in this approach will make consumers more likely to engage with your company\u2019s messaging.\n\n \nHolding your position\nGranted, the quiet close is not a one-size-fits-all solution for every situation, nor is it prudent instruction for every seller on your team (e.g., shier or less motivated team members may need to be encouraged to lean more assertively into their sales). And in some cases, being aggressive rather than passive isn\u2019t just advisable but downright necessary.\nFor example, it may be more appropriate to take a firm approach when requesting a close. If your salesperson has kept a prospect hooked long enough to communicate pricing and your value proposition, they should eventually take the initiative of requesting an order. Overall, you may find that marrying this methodology with the quiet close could be advantageous, resulting in a panther-like technique of taking slow, hushed steps, then leaping at the right moment.\nAdditionally, resist the urge to unite your entire sales team around a singular personality. Sellers often do best when they pull from their personal skills arsenal and rely on their natural character traits to build a rapport with customers. But polishing these approaches with some quiet-close techniques can take them to the next level, helping your team feel prepared for any interaction.\n \n\nTAKE ACTION:\nReview your sales playbook to identify areas where you could test the quiet-close method.\nThe post Embrace the Quiet-Close Technique appeared first on Business In Action.", "date_published": "2026-07-13T08:00:15+00:00", "date_modified": "2026-07-09T22:54:11+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "image": "https://businessinaction.com/wp-content/uploads/sites/6/2026/07/quiet-close-featured.jpg", "tags": [ "Business", "Closing", "Closing Tips", "Sales", "Selling Tips" ], "summary": "Discover a surprising tactic for closing your sales." }, { "id": "https://businessinaction.com/productivity/get-more-done-with-attention-management/", "url": "https://businessinaction.com/productivity/get-more-done-with-attention-management/", "title": "Get More Done with Attention Management", "content_html": "

The post Get More Done with Attention Management appeared first on Business In Action.

\n", "content_text": "The post Get More Done with Attention Management appeared first on Business In Action.", "date_published": "2026-05-28T08:00:05+00:00", "date_modified": "2026-04-27T21:51:27+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "tags": [ "Business Owners", "Entrepreneur", "Productivity", "Time Management" ], "summary": "Learn how attention management can help you stay focused, reduce stress, and get more of the right things done." }, { "id": "https://businessinaction.com/small-business/sowing-the-seeds-of-success/", "url": "https://businessinaction.com/small-business/sowing-the-seeds-of-success/", "title": "Sowing the Seeds of Success", "content_html": "

The post Sowing the Seeds of Success appeared first on Business In Action.

\n", "content_text": "The post Sowing the Seeds of Success appeared first on Business In Action.", "date_published": "2026-05-25T08:00:46+00:00", "date_modified": "2026-04-27T21:29:53+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "tags": [ "Entrepreneur", "Flowers", "Small Business" ], "summary": "Jamie Seward, owner of Repeat Roses, explains how she resurrected the business post-COVID." }, { "id": "https://businessinaction.com/leadership/the-business-founders-evolving-role/", "url": "https://businessinaction.com/leadership/the-business-founders-evolving-role/", "title": "The Business Founder\u2019s Evolving Role", "content_html": "

The post The Business Founder\u2019s Evolving Role appeared first on Business In Action.

\n", "content_text": "The post The Business Founder\u2019s Evolving Role appeared first on Business In Action.", "date_published": "2026-05-21T08:00:06+00:00", "date_modified": "2026-04-27T21:13:10+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "tags": [ "Brainstorm", "Entrepreneur", "Expansion", "Founder", "Leadership" ], "summary": "Discover how (and why) leaders should change responsibilities to suit their organizations\u2019 changing needs." }, { "id": "https://businessinaction.com/small-business/a-century-of-success/", "url": "https://businessinaction.com/small-business/a-century-of-success/", "title": "A Century of Success", "content_html": "

The post A Century of Success appeared first on Business In Action.

\n", "content_text": "The post A Century of Success appeared first on Business In Action.", "date_published": "2026-05-18T08:00:26+00:00", "date_modified": "2026-04-27T20:40:27+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "tags": [ "Amusement Park", "Small Business" ], "summary": "From free admission to nostalgic rides, discover what makes this family-run business so popular." }, { "id": "https://businessinaction.com/small-business/where-nostalgia-meets-innovation/", "url": "https://businessinaction.com/small-business/where-nostalgia-meets-innovation/", "title": "Where Nostalgia Meets Innovation", "content_html": "

The post Where Nostalgia Meets Innovation appeared first on Business In Action.

\n", "content_text": "The post Where Nostalgia Meets Innovation appeared first on Business In Action.", "date_published": "2026-05-14T08:00:01+00:00", "date_modified": "2026-04-27T20:16:57+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "tags": [ "Board Games", "Business Spotlight", "Business Strategy", "Small Business" ], "summary": "Learn how WS Game Company built a premium niche in a classic industry." }, { "id": "https://businessinaction.com/productivity/ai-the-next-business-boon/", "url": "https://businessinaction.com/productivity/ai-the-next-business-boon/", "title": "AI: The Next Business Boon", "content_html": "

The post AI: The Next Business Boon appeared first on Business In Action.

\n", "content_text": "The post AI: The Next Business Boon appeared first on Business In Action.", "date_published": "2026-05-12T08:00:42+00:00", "date_modified": "2026-04-27T19:54:15+00:00", "author": { "name": "jshaw", "url": "https://businessinaction.com/author/jshaw/", "avatar": "https://secure.gravatar.com/avatar/82c9132115b5cb74c8d4fb20cf990f4e3fb8822fa552fdc3e362ead755a6b041?s=512&d=mm&r=g" }, "tags": [ "Productivity" ], "summary": "A look at this game-changing tech, including expert advice for implementing it in your company." } ] }